This is a good article about trying to get large engineering companies to do anything. Way too much of it rings true.

I'd like to mention that there's a converse. Say you're in a meeting and some idea comes up which you don't like the look of. There are different ways to sabotage it which probably also apply across multiple companies.

The most vicious I know of is to emphasise both the value and the risks of the idea if it goes slightly wrong to justify looping in a substantial number of senior people, ideally a pre-existing committee structure. Provided you can get a couple of people with no free time to engage with the idea and schedule a recurring meeting about it, you've successfully stalled the project for a number of years. That's usually enough for the proposer to run out of patience.

Also, I'm curious whether this style of engineering is what tends to kill established companies. A sort of stagnation until the competition overtakes it.